A Guide to Understanding When Practicing Attorneys Can and Cannot Relocate to Different Markets

Description

In this webinar, Harrison explores the intricacies of attorneys relocating to different markets, providing a comprehensive guide for understanding the nuances involved. Delving into the challenges and opportunities, he shares insights gained from facilitating numerous placements and highlights key strategies for successful market transitions.

For law students and early-career attorneys, the choice between small and large markets is critical, shaping future career trajectories. Harrison emphasizes the importance of understanding the feasibility of moving between markets, dispelling common misconceptions about the ease of relocating to competitive hubs like Washington, D.C.

The webinar discusses the economic considerations that law firms weigh when hiring from outside markets, shedding light on the risks, costs, and potential challenges faced by attorneys attempting market moves. Harrison provides real-life examples, illustrating how exploring alternative markets can be a smart career move, citing instances where attorneys found success in smaller markets.

Addressing the oversaturation of attorneys in major cities, Harrison emphasizes the need for lateral attorneys to strategically position themselves based on market dynamics. He navigates through the complexities of demand for specific practice areas, highlighting the marketability of attorneys with unique qualifications.

Harrison further explores the dynamics of hiring from different markets, cautioning both attorneys and law firms about potential pitfalls. The webinar concludes with practical advice on job hunting strategies, including exploring equivalent firms, considering less prestigious options, and strategic relocation.

In a Q&A session, Harrison addresses concerns about senior attorneys' marketability, the challenges of transitioning between different legal sectors, and the impact of remote work trends on the legal job market. The webinar wraps up with Harrison emphasizing the significance of understanding market demands, presenting a compelling case to law firms, and adopting a strategic mindset for a successful career move.

Transcript

A Guide to Understanding When Practicing Attorneys Can and Cannot Relocate to Different Markets

Welcome to this webinar. I have a bit of a cold today, but we'll get through this. Today's focus is on transferring to other markets and assessing its viability. I've facilitated thousands of placements for individuals who wouldn't have secured roles in their home markets. We'll delve into strategies for successful market transitions.

For law students and those starting their careers, selecting markets demands careful consideration. The choice between starting in a small market, potentially limiting future moves, and launching in a larger market, with its unique challenges, is crucial. Your career trajectory significantly depends on these decisions.

Understanding the feasibility of moving between markets is paramount. Many attorneys express a desire to work in large markets like Washington, D.C., assuming it's easy due to waived bar requirements. However, relocating to such competitive markets poses significant challenges. We'll explore these aspects today.

This live webinar allows you to ask questions related to market transitions. The topic is more technical, involving economic considerations, but it's essential to comprehend how relocation impacts your career intelligently.

Your career can be dramatically enhanced or jeopardized by your ability to navigate between markets. Unfortunately, many attorneys attempting market moves face insurmountable hurdles. I'll shed light on these challenges and instances where relocation is possible.

If you're struggling to find jobs in your current market, relocating and exploring other markets can be a smart move. I recently spoke with an attorney from Harvard Law School who faced challenges securing interviews in Washington, D.C. After six months of unemployment, exploring other markets like New York could have yielded better results.

Law firms assess financial implications and other factors when hiring. As an attorney, identifying in-demand markets and establishing yourself there is crucial. The central theme in market relocation revolves around the law of supply and demand. Firms assess whether hiring from another market is a practical and low-risk decision.

Supply and demand dictate law firm decisions when hiring from outside markets. For instance, moving from Minnesota to Colorado or Cleveland to New York presents varying challenges. Firms are risk-averse and evaluate the potential costs of hiring from outside markets, such as relocation expenses, bar exam preparation, and time off for bar exams.

Attorneys relocating may face challenges adapting to local rules, potentially requiring the firm to write off hours. Firms also assess the risk of attorneys leaving once job opportunities in their original, larger markets resurface. There are substantial costs associated with replacing departing attorneys, impacting both financials and morale.

Hiring from outside markets involves risks like potential issues arising, undisclosed problems, or the relocation being influenced by personal or professional challenges. If attorneys relocate with spouses, dissatisfaction with the new market can further complicate matters.

Considering these risks from the law firm's perspective is crucial. Local hires often seem more attractive due to reduced risks and costs. Attorneys contemplating market moves must present a compelling case to offset these concerns. Law firms generally prefer local hires due to reduced uncertainties.

Market relocation requires a strong selling proposition to convince law firms of its merits. Understanding the risks involved and presenting a well-thought-out plan can significantly enhance your chances of a successful move. If you have questions, feel free to ask during this live session.

As a lateral attorney, you must grasp the significant risks involved for law firms when considering new hires. Law firms are willing to take risks if it aligns with their economic interests, but the decision must make sense and overcome inherent nervousness. Certain markets, such as Los Angeles, Chicago, New York, Washington, D.C., and Miami, are saturated with attorneys, making it challenging for firms to find openings. The notion of moving from a less competitive market like Cincinnati to a highly competitive one like New York or Miami requires careful consideration.

Despite the risks and costs associated with hiring from different markets, law firms might still opt for this approach. The question then arises: why would a California-based law firm be interested in hiring someone from Pittsburgh when there are already plenty of qualified local candidates in Los Angeles or San Diego? Understanding the motivations behind such decisions is crucial.

Large cities like New York City, Los Angeles, San Francisco, Orange County, Washington, D.C., Texas, and others have an abundance of attorneys. Law firms prefer having offices in these locations because they can easily find candidates in various practice areas and experience levels. However, the oversaturation of attorneys in these markets means that law firms can afford to be highly selective in their hiring process.

In markets like New York City, where there is an overwhelming number of attorneys, law firms receive numerous applications for each job opening. Candidates often experience a rapid influx of calls from recruiters within hours of a job posting. Law firms in such competitive markets prefer hiring individuals who are currently employed, reducing the perceived risk associated with the hire.

Additionally, certain markets, like New York City, are highly efficient and provide law firms with a vast pool of qualified candidates. Law firms in these markets are less inclined to hire outside attorneys unless there is a compelling economic benefit or a shortage of local talent.

Law students from top-tier schools may face challenges in securing positions in large markets if they are not among the top few percentiles in their class. Law firms in major cities have the luxury of choosing from candidates at elite law schools, making it challenging for those from less prestigious institutions.

Understanding the economics of different markets is essential for lateral attorneys. Some practice areas face higher demand and fewer available candidates, making attorneys in these areas more marketable. For instance, practice areas like family law, workers' compensation, intellectual property, and healthcare transactional law often experience shortages, creating opportunities for attorneys to relocate.

Certain factors, such as having a Ph.D. in a rare discipline or specializing in high-demand areas like employee benefits or healthcare transactional law, can make attorneys more marketable. Law firms in smaller markets may be more willing to take risks on candidates with strong qualifications in these specialized areas.

The choice of practice area significantly influences an attorney's marketability. Understanding the demand for specific practice areas in different markets can be a strategic advantage when considering relocation. Smaller markets may present opportunities for lateral attorneys, especially if there is a shortage of local talent in specific practice areas.

Lateral attorneys should consider the dynamics of different markets, the oversaturation of attorneys in major cities, and the demand for specific practice areas. Strategic decisions based on market conditions can enhance an attorney's chances of success in a competitive legal landscape.

In particular, they're needed. There was no longer a need for so many attorneys in that. And by early 2001, by November of 2000, the firms all ran out of work. They started letting entire classes go, delayed hiring 1st year associates, told them to take a year off. Sometimes hired 1st year associates, let them sit in other office buildings to not demoralize other attorneys. Then let them go, giving horrible performance reviews and encouraging them to leave. Suddenly, being a corporate attorney became a negative thing. People moved home, rented view halls, towed them to their parents' house, and pursued other careers.

They lived and breathed in demand, then suddenly the world came crashing down. This can happen in different fields. The same occurred with patent attorneys. I had a patent attorney in Seattle, interviewed by a Silicon Valley firm. The first offer exceeded his current pay of $120,000. He asked for $175,000 and a $50,000 starting bonus. They agreed, but he still declined. Demand was high for patent attorneys then, unlike now. In 2007, demand slowed, and attorneys moved between markets.

Law firms hired someone from Silicon Valley when things slowed in Sacramento or Seattle. Many attorneys don't understand how to engage in the job market, especially in less active markets. Relocating from a big market to another is challenging. A Silicon Valley attorney may try Los Angeles during a downturn, but competition is higher, and corporate work is limited. A smart move is relocating to smaller markets, like upstate New York. Firms there often hire from major markets.

Many attorneys make the mistake of having an attachment to major cities, thinking they must work there. This mindset can lead to prolonged unemployment. Attorneys need to understand how to move between markets. A good strategy is relocating to markets with fewer professionals like you. Family law in a smaller Wisconsin town had more demand than in Denver.

Understanding your marketability is crucial. Relocating to markets with fewer similar professionals can be a smart move. The dumbest thing is having an attachment to major cities, often leading to long periods of unemployment. Harvard graduates can be celebrities in smaller markets where they are rare. Attorneys need to be careful about cultural biases in hiring, as some markets prefer local candidates.

Being aware of your marketability is essential. If you're more marketable, you have more options. If you're not, be cautious about staying in a large market with high competition. Attorneys need to constantly assess their marketability and adapt to market demands. Some practice areas, like senior healthcare attorneys, are more in demand now. Attorneys should always be aware of where their legal skills are in demand.

Attorneys need to understand cultural biases in hiring and the uniqueness of different markets. Some smaller markets are insular, preferring local hires. Attorneys trying to move to such markets may find it challenging to fit in. Relocating to markets with fewer candidates can improve your chances of finding a job. Understanding these dynamics is crucial for attorneys navigating the job market.

If you're aiming to relocate to Charleston, South Carolina, and have roots there, your chances of being hired by a law firm increase. The same applies if your spouse is from that market. Even extracurricular activities can be beneficial.

I recall a case where a professional skier moved to Colorado during a job scarcity in their practice area. The firm hired them, anticipating they would stay due to the local lifestyle. In smaller markets like Detroit, attorneys may move to larger ones like New York, especially if they've excelled at prestigious firms. Taking the New York bar while practicing in Detroit signals commitment.

Law firms in larger markets prefer mid-level associates for relocation, as they are perceived as more committed and less likely to return to smaller markets. Senior attorneys face challenges in larger markets due to the "up and out" system, encouraging firms to replace them with younger, more cost-effective lawyers.

Lateral hires often need a specific experience level, varying with market size. Senior attorneys seeking partnership might leave if progress is slow. Relocating to larger markets as a senior attorney is difficult due to oversupply and risk concerns for law firms.

Junior attorneys may struggle to relocate due to their learning stage, while mid-level associates are most attractive for market changes. Consideration of practice areas is crucial; demand varies by region, affecting job prospects.

Partners can successfully rebuild careers by relocating to smaller markets with demand. Losing a job doesn't spell doom; relocating to markets with fewer similar candidates increases employability.

Prestige level matters when changing firms. Relocating from a higher-ranked firm to a slightly lower-ranked one is often easier. The risk for law firms hiring from out of state depends on uniqueness and demand.

Understanding the laws of supply and demand in the legal market is essential for successful relocations. Being a better fit or fulfilling market needs increases the chances of being hired when moving between markets. Senior attorneys, especially in oversupplied markets, may find better opportunities in smaller markets where their qualifications stand out.

Successful relocations hinge on understanding the market, the demand for your skills, and presenting a compelling case to law firms.

The significance of choosing the right market for your career is immense. Many build their entire careers in markets where they might not truly belong, limiting their potential. This dilemma confines numerous individuals, restricting growth and stability for their families.

For attorneys, understanding the best markets to work in is crucial yet often overlooked. Your decisions matter when navigating job loss or searching for new opportunities. Here's the deal: losing a job in a smaller market might lead to concerns about being blackballed. It's a risk worth considering, especially in regional markets, where gaps in employment raise questions.

Here's what you can do:

1. Explore Equivalent Firms: Apply to firms of similar standing. Don't limit yourself.

2. Consider Less Prestigious Firms: They might offer positions, albeit at a different level or pay scale.

3. Relocate Strategically: Look beyond your immediate area or even consider another state for better prospects.

Remember, every approach requires a story—a reason for your employment gap. Focus on valid reasons like insufficient work or office dependency, rather than dwelling on being fired.

Now, how do you hunt for these opportunities? Avoid the common mistake of relying solely on advertised openings through platforms like Indeed or LinkedIn. Instead, consider Law Crossing, which scouts unadvertised legal positions, offering a less competitive application pool.

Another effective method involves sending unsolicited resumes to firms that usually don't receive many applications. This strategy stands out and can increase your chances significantly. For instance, if you've lost a job in San Antonio, explore smaller firms in that area, ones less inundated with applications.

Here's a critical mindset shift: view yourself as a business entity. Your career, akin to a business, demands smart decisions for survival. Adaptation and strategic moves are key.

This unconventional job hunt approach often gets overlooked. Law schools might not emphasize it, but it works. Understanding the laws of supply and demand in job hunting sets you apart. Don't just compete; strategize smartly, and success will follow.

Remember, your career is your business. Treat it as such. Make decisions that sustain and grow it. You're not just seeking a job; you're building your professional entity. Embrace this mindset, explore untapped avenues, and watch your opportunities expand.

When considering your career, view yourself as a business. What will you offer? Your expertise is your product—how and where will you sell it? A cautionary tale: a couple opened a high-end French restaurant in a small town where demand couldn't sustain their niche cuisine. Market matters.

Transitioning to a new region as an attorney requires strategic positioning. The skills you offer must align with the demand in the target market. If your expertise isn't sought after there, pursuing opportunities might not be fruitful. It's crucial to exhaustively research the market's demands and explore unconventional ways to gauge demand—unsolicited resumes, specialized job sites, and direct outreach to professionals can provide insights.

Engaging professionals in your desired location for informational conversations can be invaluable. Rather than directly seeking a job, approach them humbly, seeking insights into the market. This tactic showcases interest without imposing. It's an effective yet underused method that can yield remarkable results.

When relocating to a smaller market, your approach matters significantly. Rather than conventional job searches, seek information from professionals in the field. Present yourself as curious and seeking guidance, not as a job seeker. It's a more engaging and effective way to initiate conversations and potentially secure opportunities.

Many fail in job searches due to a limited approach. Utilize various search methods and understand the market's dynamics—fewer applicants, unique niches, or leveraging personal connections. Being your own advocate is vital. Approach job hunting as you would handle a case—meticulous research, adaptation, and a persistent pursuit of success.

Being your own advocate is critical in job searches. Don't assume your credentials alone will secure a position. Treat your job search like a case, exploring every avenue to secure the best outcome for yourself. Being proactive, exploring untapped resources, and presenting yourself uniquely can redefine your job search success.

I've practiced for over a decade and I'm considering a move to a different market for personal reasons. How does my experience impact demand for my skills, and are there challenges or advantages with more years in the field?

This is a great question that I was pondering this morning before the webinar, specifically about senior attorneys. The issue with senior attorneys in law firms revolves around the roles of grinders, minders, and finders. Grinders do the work, minders manage, and finders bring in business.

In most markets, there's an abundance of grinders, and large markets often push seniors out to make room for juniors who may work more hours. Law firms want seniors as clients prefer partners for senior-level work. However, partners make more money doing their own work.

As people become more senior, they compete with partners for work. Senior associates' billing rates are close to partners', making it essential to have a partner willing to give them work. This dynamic creates challenges for senior associates to stay employed.

When moving markets, a senior associate's hire depends on uniqueness, having a rare specialty the firm lacks. Otherwise, they compete with partners, and clients may prefer partners for the work. Being a grinder throughout your career requires being in the right place at the right time in the right practice area. Senior associates need a niche or specialty that the firm values, making them indispensable.

The ultimate goal for attorneys is to become finders, bringing in business. This ensures long-term security and growth. A law firm is a platform for attorneys with business, charging partners a percentage for services. Being a finder is crucial for success and stability. Attorneys should aspire to be finders, having multiple clients, giving work to others, and earning a percentage of billing. This model provides more options and financial security compared to being a grinder.

Law firms considering hiring attorneys from different markets should be cautious of hidden costs. These include the cost of relocation, different work standards, potential liabilities, and cultural fit. When hiring, firms should focus on whether the candidate can do the job, commit long-term, be managed, and genuinely wants the job. Hiring individuals likely to stay reduces costs associated with turnover and maintains morale.

There are drawbacks if a law firm hires someone who won't commit and may leave. Will the person do the job long term? Reasons for leaving indicate costs and risks. If the person can't do the job, it's a risk. You typically know their capabilities if from a familiar firm. Skills of an attorney and being manageable matter. Can the person take instructions, get along with others, and do what's asked?

Enthusiasm for the job matters. If unmanageable, it's a cost and a risk with lateral hires. Relocating individuals pose uncertainties about commitment. Understanding these is crucial for law firms and job seekers. Matching with a firm's culture matters; not doing so makes it challenging.

Next, a personal experience is shared. Despite early challenges, a career spans decades. Being a good soldier in a firm is crucial. Avoiding politics, negativity, and gossip is key. Being adaptable to the firm's culture matters.

The best times to apply for jobs are when demand is low, like November and December. Applying when others aren't increases visibility. Law firms may actively seek hires when there's a shortage of suitable candidates.

Understanding the market's supply and demand dynamics is vital. Applying when there's a scarcity of candidates increases your chances. Avoid busy times like January and August. Your career isn't over; consider the long term.

Thank you, everyone, for your questions. If you have more, feel free to ask. These are excellent inquiries today. With the rise of remote work and virtual law practices, do you anticipate shifts in how law firms approach hiring from other markets, especially when there might be sufficient local attorneys? The hiring market in law firms is governed by supply and demand. This question highlights the option for firms to hire remotely, potentially bringing in better-qualified attorneys, posing a challenge to local talent.

Moving on to the next question, someone practicing law in a smaller town considers relocating to a larger market for better career opportunities. Larger markets often involve more specialized work for larger clients, making competition intense and job security more challenging. The transition may elevate the quality of work due to higher expectations and increased specialization.

Next, addressing the competitive nature of the legal job market, recommendations for crafting a resume and cover letter that address concerns about being an outsider to a particular legal market are discussed. Emphasizing connections to the market and showcasing the value you bring to the firm are crucial. Approaching firms with a focus on gaining information rather than just seeking a job can make a significant difference.

Remember, the key is to present yourself as an asset to the employer, emphasizing the advantages of having you on their team.

You're trying to enter the professional realm, and that's a straightforward beginning, quite beneficial. These are some suggestions I'd recommend. For inquiries about resumes, consider watching my webinars. I conduct quarterly resume reviews, the next one approaching in a few weeks. Viewing past webinars can aid your resume crafting. I've covered cover letters too, so check those out.

Many struggle with resume and cover letter perfection, often making regrettable mistakes. Correcting these issues while watching my webinars can significantly impact your approach.

Now, onto a question about transitioning between law firm and public defender's office or vice versa, or public to private firm. Moving from government to law firm or public defender isn't overly challenging, especially in smaller criminal law firms. Larger, more competitive firms may pose difficulties due to varying skill demands. Transitioning from law firm to public defender may not be hard, especially for litigators or criminal attorneys. For larger law firms, it's more challenging, but not insurmountable.

Tech is booming in Las Vegas, creating opportunities for various attorneys, particularly corporate, data privacy, and labor and employment lawyers. The growth is noticeable, reflecting the evolving job market.

The remote work trend during COVID impacted the job market, but most legal positions still require physical presence. Remote work preferences haven't gained significant traction in legal professions, often prompting law firms to withdraw offers from remote candidates.

Opportunities for senior lawyers exist, especially in midsize markets. The key is finding areas where your expertise is in demand. The process involves strategic job searches, targeting firms with a need for senior lawyers.

Relocating internationally from a major U.S. market is possible but depends on the demand for your skills in the new market. Practical considerations, such as language and local talent availability, also come into play.

For senior lawyers seeking 100% remote positions, feasibility depends on practice area, experience, and the firm's incentive to hire remote attorneys. While remote work gained popularity during COVID, it's not universally accepted, and law firms often prioritize in-person collaboration.

The last question pertains to relocating from Northern California to Northern Nevada. Challenges arise due to the specific practice area (environmental and energy law) and the limited demand in the target market. Focusing on related areas like land use law might improve prospects, especially in Reno.

In summary, strategic job searches, understanding market demands, and adapting to the evolving legal landscape are crucial for a successful career move. Thank you for your participation, and happy holidays!